Implementation Of CRM Research Articles

PENERAPAN CUSTOMER RELATIONSHIP MANAGEMENT (CRM) PADA MANAJEMEN PEMASARAN CV SEKAR SARI FLORIST KAYOON SURABAYA

Customer relationship management or commonly known as CRM is one part of the marketing management. CRM really need to be applied by the company in order to maintain good relations with customers, and with the implementation of CRM, the customer is expected to have satisfaction, loyalty and doing repeated buying. CRM will be very effective if done by all parts of the company. The main target of CRM is to improve long-term growth and profitability of the company. In applying and developing CRM strategies, need five steps, namely: customer portfolio analysis, relationships with customers, network development, plan development value, and manage the customer life cycle.

Assessing hospitals' clinical risk management: Development of a monitoring instrument.

BackgroundClinical risk management (CRM) plays a crucial role in enabling hospitals to identify, contain, and manage risks related to patient safety. So far, no instruments are available to measure and monitor the level of implementation of CRM. Therefore, our objective was to develop an instrument for assessing CRM in hospitals.MethodsThe instrument was developed based on a literature review, which identified key elements of CRM. These elements were then discussed with a panel of patient safety experts. A theoretical model was used to describe the level to which CRM elements have been implemented within the organization. Interviews with CRM practitioners and a pilot evaluation were conducted to revise the instrument. The first nationwide application of the instrument (138 participating Swiss hospitals) was complemented by in-depth interviews with 25 CRM practitioners in selected hospitals, for validation purposes.ResultsThe monitoring instrument consists of 28 main questions organized in three sections: 1) Implementation and organizational integration of CRM, 2) Strategic objectives and operational implementation of CRM at hospital level, and 3) Overview of CRM in different services. The instrument is available in four languages (English, German, French, and Italian). It allows hospitals to gather comprehensive and systematic data on their CRM practice and to identify areas for further improvement.ConclusionsWe have developed an instrument for assessing development stages of CRM in hospitals that should be feasible for a continuous monitoring of developments in this important area of patient safety.

The Missing Link between Virtual CRM and e‑business Performance

No accessInternational Journal of e-Business ManagementOther Journal Article01 May 2008The Missing Link between Virtual CRM and e‑business Performance Authors: Maria Teresa Borges Tiago; Joao Pedro Almeida Couto; Flavio Gomes Tiago; Jose Antonio Cabral Vieira Authors: Maria Teresa Borges Tiago University of the Azores Google Scholar More articles by this author ; Joao Pedro Almeida Couto University of the Azores Google Scholar More articles by this author ; Flavio Gomes Tiago University of the Azores Google Scholar More articles by this author ; Jose Antonio Cabral Vieira University of the Azores Google Scholar More articles by this author SectionsAboutPDF/EPUBExport CitationsAdd to FavouriteAdd to FavouriteCreate a New ListNameCancelCreate ToolsTrack CitationsCreate Clip ShareFacebookTwitterLinkedInEmail Abstract Purpose of this paper - Customer relationship management is becoming increasingly relevant in corporate agendas and has been broadly studied by academic researchers. In the last few years with the development of the digital economy, a new paradigm has emerged: virtual customer relationship management (virtual CRM). Our aims are to determine whether the implementation of virtual CRM is linked to e‑business performance and to identify the nature of the relationship that exists in the different initiatives of CRM. Design/methodology/approach - This paper establishes a new model of the practices and results of the virtual CRM which has been tested in European companies. For that purpose, we used a structural equation modelling analysis. Findings - The results show that all the initiatives considered have a positive impact on the maximisation of e‑CRM competencies and that e‑CRM also has a positive impact on e‑business performance. Research limitations/implications - As limitations of the study we consider the need for more research into the e‑CRM field and the inclusion of new elements such as technological readiness and management support. This paper contributes to the research on this topic with new evidence in a broad sample. Practical implications - The results point to e‑CRM's usefulness in improving everyday e‑business processes. Therefore managers should be aware of these benefits. Originality/value - The present study advances knowledge on the nature of the relative importance of different components of internet-based CRM as drivers of e‑business performance and reinforces its importance as an integrated e‑business tool. Previous article Next article RelatedDetails View PUBLICATION DETAILSDate of Publication:May 2008Journal:International Journal of e-Business ManagementISSN:1835-5412Volume:2Issue:1Page Range:3-19First Page:3Last Page:19Source:International Journal of e-Business Management, Vol. 2, No. 1, May 2008: 3-19Date Last Modified:13 June 2019 16:18Date Last Revised:21 September 2010 Original DOI: 10.3316/IJEBM0201003SubjectElectronic commerceOrganizational effectiveness--ManagementCustomer relations--Management METRICS Downloaded 0 times Copyright© RMIT Publishing, 2008Download PDFLoading ...

Analysing the adoption of Customer Relationship Management in Indian service sector: an empirical study

Although many studies have been conducted and reported on CRM implementation cases in the developed countries, there is very little literature available on the experiences of CRM practices in India. This research study focuses on the CRM implementation experiences in Indian service sector. The paper discusses on CRM practices, the motivations for the implementation of CRM in service sector of India. The results of an exploratory survey conducted for this study are discussed. A major contribution of this study is to identify and analyse the determinants of adoption of CRM in Indian service sector.

Strategies for successful CRM implementation

PurposeCustomer relationship management (CRM) is an information system that tracks customers' interactions with the firm and allows employees to instantly pull up information about the customers such as past sales, service records, outstanding records and unresolved problem calls. This paper aims to put forward strategies for successful implementation of CRM and discusses barriers to CRM in e‐business and m‐business.Design/methodology/approachThe paper combines narrative with argument and analysis.FindingsCRM stores all information about its customers in a database and uses this data to coordinate sales, marketing, and customer service departments so as to work together smoothly to best serve their customers' needs.Originality/valueThe paper demonstrates how CRM, if used properly, could enhance a company's ability to achieve the ultimate goal of retaining customers and gain strategic advantage over its competitors.

Customer relationship management: A case study of a Greek bank

Today, banks are facing an aggressive competition and they have to make efforts to survive in a competitive and uncertain market place. Banks have realised that managing customer relationships is a very important factor for their success.Customer relationship management (CRM) is a strategy that can help them to build long-lasting relationships with their customers and increase their profits through the right management system and the application of customer-focused strategies. CRM in the banking sector is of strategic importance. In this study, a single descriptive case study of one major Greek bank that has implemented CRM is presented. The aim of this study is to analyse the design and implementation of CRM in the bank, identify the benefits, the problems, as well as the success and failure factors of the implementation and develop a better understanding of CRM impact on banking competitiveness as well as provide a greater understanding of what constitutes good CRM practices.

Developing a truly customer-centric CRM system: Part Two — Analysis and campaign management

In the last issue of Interactive Marketing the author wrote about the background and experiences during the implementation of CRM in a German bank. The basis first of all was the technical infrastructure and the set-up of a data warehouse. Then internal data originating from the source systems of the bank which were connected with the different channels of distribution and communication were collected and prepared. Subsequently these data were enriched with external information and are now serving as the foundation for appropriate analyses and campaign management. The second part now describes the necessity to analyse the existing customer data to point out trends and customer behaviour patterns. Examples show how to exploit this knowledge in customer campaigns.

Customer Relationship Management: An Analysis Framework and Implementation Strategies

Customer relationship management is a buzzword around businesses. “CRM comprises a set of processes and enabling systems supporting a business strategy to build long term, profitable relationships with specific customers.” There are a few components of CRM implementation, most importantly, the IT component. While revolutionary in many respects, CRM is also a natural and predictable extension of how marketing and sales have evolved over the years and, in many ways, are coming full circle. The Customer Relationship Management Cycle consists of an evaluation phase, a planning phase, an implementation phase, and a review phase. Several intrinsic business reasons are driving a great number of companies going onto the CRM highway. Companies can overlay their own data to better understand customer attributes and get better results. The most substantial impacts from CRM transitions fall into the category of information support. Customer information and the associated technology tools are the foundation upon which any successful CRM strategy is built. CRM is theoretically sound; however, in practice the implementation of CRM has some pitfalls. The critical success factors in implementing CRM are theoretically analyzed. Achieving a successful CRM environment needs not only the critical success factors analyzed but also some practical aspects, especially the cooperation of the IT and other functionalities within the enterprise.

Advanced Qualification Training: A Study Of Implementation of Crm into Airline Training

The emphasis in training pilots on today's aircraft is placed on preparing the crew to interact with each other and to recognize any problem that may occur long before such a problem becomes a flight hazard. The training that is necessary to do this is called Crew Resource Management (CRM). Although CRM has been used by the airlines for about the past ten years, no integrated training among the airlines has been formulated until recently. Recent pressure from outside sources has prompted the FAA to initiate action to formalize CRM training in the airlines. The Federal Aviation Administration (FAA) established Special Federal Aviation Regulation (SFAR) 58, which created the Advanced Qualification Program (AQP) (Federal Aviation Administration, 1990). This allowed the airlines to develop their own training program which incorporates CRM and Line Operational Simulations (LOS). LOS utilizes simulator training using a typical operational passenger flight scenario, in a controlled training environment. It is designed to improve cockpit/cabin communication and coordination skills, and pilot decisionmaking skills (Federal Aviation Administration, 1995).